Discuss the competencies that are useful to healthcare program managers in performing their work, including the different mixes of competencies that would be appropriate in different circumstances. Identify at least three competencies. Briefly summarize the overall contributions managers make to the success of healthcare programs.

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Discuss the competencies that are useful to healthcare program managers in performing their work, including the different mixes of competencies that would be appropriate in different circumstances. Identify at least three competencies. Briefly summarize the overall contributions managers make to the success of healthcare programs.

• “A competency is “a cluster of related skills, knowledge, and ability that: 1) affect a major part of one’s job, 2) correlate with performance on the job, 3) can be measured against well accepted standards, and 4) can be improved by training and development” (Parry 1996, 48) (as cited in Longest, 2015, p. 20)
• Conceptual competence
  • “This competency also allows managers to visualize the complex interrelationships in the workplace – relationships among participants in a program, as well as relationships between the program and other units of its host organization or external entities with which it interacts” (Longest, 2015, p. 21)
  • “Adequate conceptual competence allows managers to identify, understand, and interact with a program’s myriad external and internal stakeholders” (Longest, 2015, p. 21)
  • “Enhances managers’ ability to comprehend the culture and historically developed values, beliefs, and norms present in a program, and to visualize its future” (Longest, 2015, p. 21)
• Interpersonal and collaborative competence
  • “Interpersonal competence incorporates knowledge and skills useful in effectively interacting with others. It enables managers both to help participants achieve higher levels of motivation and to handle conflicts among participants”  (Longest, 2015, p. 21)
  • “Collaborative competence is exercised, for example, when two progams are successfully merged, or when a joint venture among programs is created and operated to better serve a particular population”  (Longest, 2015, p. 22)
  • “This competency relies on a manager’s ability to build trust between a program and other organizational units, and to effectively form partnerships with other units to achieve certain purposes”  (Longest, 2015, p. 22)
• Policy competence
  • “Policy competence, defined as the dual ability to accurately assess the impact of public policies on the performance of a program and to influence public policymaking at state and federal levels (Longest 2010), is an increasingly important area of competence for program managers”  (Longest, 2015, p. 22)
  • “Based on their knowledge and expertise in addressing particular health issues, managers can participate in drafting legislative proposals and testify at legislative hearings. They can also influence the rule-making process”  (Longest, 2015, p. 22)
  • “The process of rule making is designed to include input in the form of formal comments on proposed rules from those who will be affected by them”  (Longest, 2015, p. 22)

Sorting it out: Cultural Competency and Healthcare Literacy in the World Today (Karnick, 2016)

https://journals-sagepub-com.proxylib.csueastbay.edu/doi/full/10.1177/0894318416630105

• “Proficiency cannot be determined by passing a test or becoming certified in practice but rather by meeting patients’ needs while being sensitive to their cherished beliefs that may or may not be part of their general culture. Culturally competent care begins by respecting others as well as ourselves.” (Karnick, 2016)
• “What one values may be unique to a certain group or to a specific person, but it is critical for healthcare providers to understand values and respect them.” (Karnick, 2016)

Leadership Models in Healthcare – A case for servant leadership

https://www.mayoclinicproceedings.org/article/S0025-6196(13)00889-6/fulltext

• “Spears identified the qualities and characteristics of servant leadership: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, and building community. These characteristics, along with a moral core, drive servant leaders to help people meet their goals and overcome challenges. Many of these characteristics involve interpersonal interaction and contribute to strong relationships and trust between leaders and others.” (Trastek et al., 2014)

“These interpersonal skills overlap with patient-centered communication, which has ‘been linked to outcomes such as patient satisfaction, adherence, and more positive health outcomes.’” (as cited in Trastek et al., 2014)